An Exploration of External and Internal Forces Influencing Small Agri-Value Businesses

In an effort to explore problems encountered by businesses in the value-added sector during the growth phase of their business, interviews with small companies in the agri-food sector in Japan, the UK, Australia, and Canada were conducted. The external influence of government programing and its effectiveness was assessed, as well as insights around internal key factors of the business that allowed for success.

The effectiveness of government programming both from a regulatory and a supportive standpoint were assessed during a series of interviews with various small businesses in several countries. Across the interview group there was agreement that the key to successful policy implementation revolved around clarity of the program, ease of use and the effectiveness of
the people who had contact with the small businesses.

Internal influences, those within the control of the management, were discovered to have a profound affect on limiting or promoting growth in new companies. Leadership skill sets amongst the entrepreneurs and clarity of purpose of the enterprise were identified as the two most significant factors contributing to success and growth within the enterprise. Clearly defining the purpose of the company by identifying “the value of the value-added business” was essential. In doing so, the entrepreneur can communicate, not only to their customers but their inevitably larger and larger team, the true vision of the enterprise.